As restaurateurs know only too well, enticing customers to eat out in your restaurant is a tough and competitive business. Despite its healthy state in recent years, doubts are growing over the current state of the economy, and recent events in London haven't helped. So, getting that extra bum on your seat becomes even more important.
Now is the time to be proactive, not reactive. How well are you doing? Are you maintaining standards, or has complacency set in? Are covers and turnover down, but overheads up? Could the menu be more seasonal? And, if things don't seem to be going that well, can you put your finger on why?
Several restaurateurs I know have relied on "mystery shoppers" to cast an independent eye on proceedings - perhaps fellow industry insiders or friends and family. From experience, however, you hear only what you want to, and more often than not you're unlikely to act on their findings.
Hoteliers have used professional outsiders for years and gain much credible information from them. There are now similar professionals who focus on the restaurant market. Let's face it, no restaurateur wants it bandied around that business is tough. But the real question is: are you prepared to listen and act upon outside help that could transform your business and doesn't have to cost the earth?
Thinking about what's potentially going wrong and not doing anything about it is often the beginning of a downward spiral, so just accepting that you need outside help could be your first step to recovery.
So why not get in the professionals? There is no substitute for objective expertise. For instance, they can appraise your efficiency and profitability; assess kitchen skills and food quality; and comment on staff harmony and morale. These may all be things you're well able to do yourself, but chances are you're too close to the operation to see clearly. Pause for a moment and ask yourself: are you satisfied with your numbers of bookings, and are all your customers happy with the food and services you provide? Could you do more to capitalise on your strengths and introduce some new direction and ideas?
Why not involve someone else to galvanise you to freshen up your act? The results could be the difference between continued success and possible failure.